How is your team doing working from home? As we rely on new ways to connect with one another have a read of my first #TalentVoices article

Our plans may be fragile – but our team is stronger than ever

An Interview with Geraldine King, CEO of The National Recruitment Federation (NRF)

Covid-19 and lockdown have seen a sudden and dramatic shift in how we work. Instead of the boardroom or office, we’re more likely to be in the spare room at home; possibly without the technical and other practical resources we need, with many distractions, and without immediate access to colleagues.

If nothing else, the crisis has made us appreciate the rapid technology developments of the last decade. Without digital technology allowing easy remote access to files and servers, webcam meetings, and communication with colleagues and the outside world, the world of work might have stopped altogether – and of course, for many it has. The impact has been different across different industry sectors, and each individual’s experience will be different based on their personal circumstances.  

The National Recruitment Federation (NRF) carried out research on people’s experience of this new way of working. As with everything, there were positives and negatives. Six in 10 of those newly working from home say they are happier as a result.

People living in rural areas and those working in professional services and advisory or consultancy roles are happiest, it seems. However, suburban residents in executive or operational roles, and those who are over 55 years old, were least happy working from home.

Logistical factors can make it easier or harder. On a personal level, some people are better suited to working independently, while others need engagement with other people. 

Of course, some tasks are easier than others to carry out from a make-shift office in the kitchen. But, in general, workers are adapting and many positives are emerging in terms of productivity and overcoming the challenges of working remotely.

What has been lost?

It seems many are finding they miss the culture that comes with sharing the same space with colleagues every day.

Missing social interaction with work colleagues was identified as the #1 negative in our survey. Having colleagues around for professional reasons or practical work supports is also a challenge for almost half of those surveyed.

42% said it is harder to get motivated and in the frame of mind to work. Distraction from other family members is a problem for 36% of people, while distraction from children bothers 32% of parents trying to work at home, as does dealing with childminding and home schooling.

Some people not set up to work ergonomically at home either.  This becomes worse if there are two adults trying to work in one home; one in five people also said they are hampered in working from home by poor or no broadband connectivity. Worse if you’re sharing!

Uncertainty around future job security, health worries and general economic downturn is troubling for many people now too. That so much is being achieved in this unprecedented and strange working situation is a testament to people’s resilience and the power of a strong and positive mind-set.

What has been gained?

Many workers say they have a better work/life balance now, and a lot of parents are enjoying the time with their children, despite having to revisit algebra and French verbs!  

Workers are saving time and energy and many feel more productive not having to travel for meetings. Not having a daily commute to work was referenced by eight out of ten workers as a major positive, and one which is definitely helping the environment. 

Not needing to dress or appear in a certain way, such as clean shaven, was a positive for 57% of survey respondents. And 47% of home-workers say they are not now spending as much on commuting, lunch or incidental shopping, so are saving money.

The flexibility to work when it suits is a positive for 45%, but only 34% felt that increased productivity was a benefit. However, one fifth, 21% of workers, feel they are now a lot more productive at home. Obviously, the nature of the role will have a big impact on what can be achieved at home.

It is important that employers ensure a new focus on mental and physical health; the health and safety toolkit.  It’s no longer simply about the landscape of work; we must also be cognisant of the wellbeing of employees when making business decisions.

Increased agility and flexibility in their work suits many people, especially parents. We’re seeing a pattern of people working outside of normal work hours, so they can attend to home and work life and care for children or other relatives.

People are taking real ownership of their own roles, so our structure of leadership has become both more and less important than ever.   Employees are taking initiative, working out solutions and delivering results without constantly needing direction. So, the leadership role is becoming more about support and facilitation than about pure direction.

We’ve had to redefine how we think about trust – we don’t check up, we check in. We have had to become better communicators and to reach out to our people.

Camaraderie is still evident – we’re all in this together! Creative ways to socialise with your team are important.   The NRF office team actually had a pyjama party which was a great laugh.   We may be apart, but I genuinely feel we’re all treating each other better.

Despite Covid-19 I think a lot of people have found new depths of resilience and strength they didn’t know were there.

Is the new way sustainable?

We’ve learned that while our people are strong, our plans can be fragile. Remote working may only be possible as a short-term strategy for many industries. But we have shown great adaptability and resourcefulness in managing to work in such a constrained and difficult situation.

Because of the health fears, many companies, largely tech and media based, are bringing in a home-working policy until at least year-end.

Companies are currently in the process of developing bespoke ways of working that fit the shape of their teams and the task in hand.  While trust is key, there still needs to be a degree of clarity around what is expected from employees in terms of productivity and standards. 

There are practical considerations too, like fears that unencrypted computers and laptops at home can leave company networks open to cyber-crime.  Employers and employees have to consider everything from home insurance, to pay and tax-breaks, the employee’s additional overhead at home, and potential savings for employers.

The general consensus on our new working world is that we will see more people working from home, smaller office spaces, more meetings conducted online, and less commuting and corporate travel, going forward.

As balance sheets are stretched by Covid-19 disruption, the cost saving from reducing office space will prove attractive to many businesses - not to mention the fact that many workers, especially those more vulnerable, may be uncomfortable with high density office accommodation and shared facilities after the virus.

Forward-thinking managers were already pushing flexible and remote working, long before any health crisis. It is now obvious that Covid-19 was the opening salvo in a revolution that will dramatically change how we work.